381 sspin2011 markwitkowski

247 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
247
On SlideShare
0
From Embeds
0
Number of Embeds
51
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

381 sspin2011 markwitkowski

  1. 1. 9/23/11 From ideas to action: The Innovation ProcessMark WitkowskiSSP IN 2011 Conferencemark.witkowski@sheridan.com www.sheridan.com Agenda What is innovation? Capturing ideas Turning ideas into projects Leveraging project management 10 Rules, Tips and Lessons Learnedwww.sheridan.com 1
  2. 2. 9/23/11 Innovation The discipline of brining creative ideas to life as new products and services in order to: 1.  Increase relevance to our customers and their customers 2.  Drive top-line results through organic growth 3.  Differentiate service offerings from our competitorswww.sheridan.com Innovation ProcessProject Governance Framework: linking corporatestrategy, portfolio, project management and operationsStrategy Portfolio Project Operations intention choosing the Execution with excellence drive value right investments Vision Customers Project Management Process Mission Users Initiation Planning Executing Monitoring Closing Values EmployeesObjectives Benefits Project Governance Definition of conditions Ideas for Project Management Outcomewww.sheridan.com Adapted from : Allied Consultants Europe 2
  3. 3. 9/23/11 Idea FunnelCapturing Ideas 1.  An idea is a creative response to a problem without a current solution. Ideas can come from anyone or anywhere in your organization – don’t limit yourself. 2.  Ideas are rarely unique, most often others have come up with something similar on their own. Look to dig to the next level and improve and advance the idea; competition in the market is a good thing! 3.  Focusing only on radical or disruptive ideas can teeter on the edge of gambling – small and incremental ideas can pay dividends rather quickly with low investment. 4.  Use a common set of evaluation criteria for consideration of advancing idea.www.sheridan.com Idea FunnelNew Product Development Funnel: Success depends onidentifying, evaluating and bringing ‘hits’ to market. time f o c u swww.sheridan.com Adapted from : Milano Product Design 3
  4. 4. 9/23/11 Idea FunnelNew Product Development Funnel: Ideas to action. Ideas Research Development / Support Commercialization = Project Stage Gate #1 Stage Gate #2 Stage Gate #3 Stage Gate #4www.sheridan.com Adapted from : Anthony et al 1992 Idea FunnelDiscipline of bringing creative ideas to life 1.  Provide simple but informative project descriptions that increase in detail as projects progress in the funnel. 2.  Stage-by-stage approval process that allows projects to proceed or cease – the goals are to eliminate low potential ideas early, reduce overall risk and to ensure that only market winners make it to the end. 3.  Decision factors on projects should be: alignment with business strategy, value contribution, risk tolerance and resource allocation ($$$ and people). 4.  As you move forward and take risks, you should expect failure – but you should not accept it. Always look to take lessons learned and grow from mistakes.www.sheridan.com 4
  5. 5. 9/23/11 Project ManagementProject Management: The art and science of efficientlyplanning, organizing, and managing a project from inceptionto closure to achieve specific goals and objectives. •  Improve efficiency and effectiveness of initiative selection and delivery •  Maximize strategic alignment of your portfolio •  Optimize return on investment of chosen initiatives Project Management Process Initiation Planning Executing Monitoring Closingwww.sheridan.com Project ManagementIt is about doing projects ‘right’ 1.  Most projects don’t simply go wrong. All too often they start wrong. 2.  Choose and apply the right tools for the job. Project Management techniques should scale to match the size and complexity of your project. 3.  Three project management utility tools: •  Project Charter •  Project Schedule •  Status Reporting 4.  Plan the work…work the plan…www.sheridan.com 5
  6. 6. 9/23/11 Conclusion10 Rules, Tips & Lessons Learned 1.  Ready, aim, fire! Define your process and strategy first. 2.  Define what innovation means to your organization. 3.  Are you ‘in it to win’ or ‘in it to not lose’? 4.  Building prototypes can immediately resolve technical and political ambiguity. 5.  Hone your skills at predicting failure. Cancel questionable projects as early as possible. 6.  Seek to introduce new technologies and competencies in every area of your business. Use technology as an accelerator of momentum, and not a creator of it.www.sheridan.com Conclusion10 Rules, Tips & Lessons Learned 7.  What ‘matters’ to me regarding innovation: •  Environment matters – a physical environment that encourages collaboration and experimentation •  Commitment of the organization matters – innovation is important in good times and imperative in economically challenging times •  Anxiety matters – anxiety breeds awareness and lowers the risk tolerance •  Results matter – set goals and know what success feels like when you get there 8.  Innovation requires targeted change, do no harm to existing operations.www.sheridan.com 6
  7. 7. 9/23/11 Conclusion10 Rules, Tips & Lessons Learned 9.  Vehicle of change is innovation, the driver of change is customer needs and the enabler of change is technology. 10.  Innovation is 1% ideas and 99% execution.www.sheridan.com References 1.  Allied Consultants Europe. Retrieved September 15, 2011, http://www.ace-alliedconsultants.com/competencies/project-management 2.  Milano Product Design. Retrieved September 15, 2011, from http:// www.idmilano.com/idm-process.htm 3.  Anthony, M. T. and McKay, J. (1992), FROM EXPERIENCE: Balancing the Product Development Process: Achieving Product and Cycle-Time Excellence in High-Technology Industries. Journal of Product Innovation Management, 9: 140–147. doi: 10.1111/1540-5885.920140 4.  Little Innovation Book. Retrieved September 15, 2011, from http:// littleinnovationbook.com/ 5.  Nelson Soken and B. Kim Barne (September 1998), Innovation Journey: How can you lead and manage it? Leadership Excellence, 25, 5.www.sheridan.com 7
  8. 8. 9/23/11Mark WitkowskiSSP IN 2011 Conferencemark.witkowski@sheridan.com www.sheridan.com 8

×